RCA Blog

Featured: Do You Have the Stamina to Fail?

Much has been written about the importance of learning to fail, and fail well. So much so that in recent years it’s become the mantra of almost each and every tech start-up around the world. But beyond the rallying cries, motivational slogans and glib sound-bites what does this really mean? And how can it be achieved? In my experience, the answer to both these questions can be found largely by looking at how successful organisations create a culture of collaboration and energy to address their problems.

ISQM1 and Root Cause Analysis 3 - Managing RCA in Audit & Accountancy

2 May 2019

The proposed International Standard on Quality Management (ISQM1) paper sets out a structure of wide-ranging proposals that, when implemented, will encourage substantial changes in quality management related to audits, reviews of financial statements and other assurance or related engagements.

At the core of ISQM1-ED is a genuinely proactive, risk-based approach to quality management. One that proposes high quality Root Cause Analysis(RCA) as the preferred method for firms to ensure that audit deficiencies are fully understood, addressed and explained. As global RCA specialists within audit and accountancy, we have prepared four short articles expanding upon the objectives and benefits of RCA, as laid out within the proposed ISQM1 framework.

ISQM1 and Root Cause Analysis 2 - RCA Triggers in Audit & Assurance

3 April 2019

In this short article, the 2nd of 4 on Root Cause Analysis (RCA), we will be covering 3 topics; a reminder of where RCA came from, a clarification of what firms should use RCA for, and some explanation of when firms should, and shouldn’t, use the method.

In recent years RCA has become valuable to a number of complex sectors where the failings and deficiencies could be seen as very different, but no less serious. Global firms and agencies in Healthcare, Finance and IT have all adopted the core problem solving principles of RCA; a shared language, a transferable structure, visual cause and effect analysis, evidence-based decisions and streamlined reporting.

Curiosity Killed No Cats...

3 April 2019

Counterintuitive sayings and phrases are all around us, and most of us use them every day without thinking. But sometimes it really does pay to take a step back, unpack a certain phrase and consider the implications.

One such saying, and one that many of us use, parents in particular, is ‘curiosity killed the cat’. We all ‘mean well’ when we say it, after all, poking your nose where it is not wanted, or worse still, somewhere dangerous is not usually a great life choice. But it’s the misjudgement that’s at fault, not curiosity itself.

27 March 2019

The proposed International Standard on Quality Management (ISQM1) paper sets out a structure of wide-ranging proposals that, when implemented, will encourage substantial changes in quality management related to audits, reviews of financial statements and other assurance or related engagements.

At the core of ISQM1 is a genuinely proactive, risk-based approach to quality management. One that proposes high quality Root Cause Analysis (RCA) as the preferred method for firms to ensure that audit deficiencies are fully understood, addressed and explained. As global RCA specialists within audit and accountancy, we have prepared four short articles expanding upon the objectives and benefits of RCA, as laid out within the proposed ISQM1 framework.

What Really Caused the Epidemic

19 March 2019

Ever since the dawn of the Enlightenment in the 17th Century, Cause and Effect has been a key method used by scholars and scientists to solve complex problems and make informed decisions. One of the most difficult aspects of understanding Cause and Effect is to be able to master which information you need to include and what you can ignore. As essayist, and former risk analyst Nassim Taleb stated ‘It’s easy to think intelligence is about noticing when things are relevant (detecting patterns). In a complex world, intelligence consists in ignoring things that are irrelevant (avoiding false patterns)’.

Root Cause Analysis and the HiPPO

12 March 2019

Perhaps you’re already asking yourself what kind of odd fairy tale might this be? Or at the very least, what on earth has structured problem solving and Root Cause Analysis got to do with a 1,500kg herbivorous, semiaquatic African mammal?

The obvious answer might be nothing. But Root Cause Analysis does have plenty to do with managing the influence of the Highest Paid Person in the Office (or Highest Paid Person’s Opinion), better known as The HiPPO Effect.

The Paradox of Choice

5 March 2019

Increased choice and data allows us the potential to achieve objectively better results BUT it also has an equal likelihood to result in confusion, greater anxiety, indecision, paralysis, and dissatisfaction.

ISQM1 and Root Cause Analysis – What does it mean for you?

21 February 2019

By now all major Accountancy and Audit firms will have seen or will be aware of the Exposure Draft (ED) from the International Auditing and Assurance Standards Board entitled ISQM1. The paper is laying down wide-ranging proposals that will insist on substantial changes in Quality Management related to audits, reviews of financial statements and other assurance or related engagements.

The Right Kind of Optimism?

8 February 2019

All organisations want to create a positive and optimistic workplace culture. Every responsible manager and CEO knows that a can-do mindset is fundamental to performance, engagement and workplace wellbeing. But are enough of us considering whether we are encouraging the right kind of optimism, or the implications if we’re not?

In Prof. Steven Pinker’s best-selling polemic on rational thinking ‘Enlightenment Now,’ he quotes the Nobel Prize winning economist Paul Romer. When it comes to problem solving, Romer distinguishes between two very different forms of optimism; complacent optimism and conditional optimism...

Don’t underrate the Human in Accountancy Part 2

5 February 2019

In Part 1 we looked at the ways in which new technology will support and drive the accountancy profession, as well as sharing some warnings of overdependence.

In fact, there may already be something of a paradox at play. Namely that (in the short to medium term, at least) sophisticated human capabilities such as problem solving, insight, objectivity, professional scepticism, and integrity will become increasingly valuable as we adopt more ever sophisticated technology.

Don’t Underrate the Human in Accountancy Part 1

4 February 2019

In 2010 when Tesla opened the doors of its first dedicated plant outside Fremont in California’s Bay Area, it promised to herald a 21st Century revolution in vehicle manufacturing. It would become Tesla’s, and the industry’s first fully automated flagship asset.

The vision of an AI driven plant proved to be optimistic. Far from driving production to new levels of efficiency, Tesla’s AI-powered robots actually slowed down production and the plant fell well short of its targets. Ultimately, Tesla had to call a halt to production until they could hire specialised workers to ‘train’ and manage the robots.

Man - I don't envy that guy

29 January 2019

Many of us just don’t feel confident that we have the time, resources or support to manage big problems in an effective or structured way. We’re used to hearing objections like ‘we just don’t have time for this’ or ‘let’s just get it up and running for now’ or ‘we are already way too busy for this’. But deep down we know that this is faulty logic and that these problems are always going to catch up with us in the end.

In an episode of The Simpsons dating back almost a decade, Homer is so overwhelmed with his adult responsibilities that he decides to shirk them by getting drunk. He justifies his choice by stating;

Thrive or Survive?

24 January 2019

Change is inevitable and within the financial services sector, the acceleration of the speed of that change is equally inevitable. Within banking the current political, technological and regulatory climate is likely to demand greater transformation and bolder innovation than the sector has ever experienced. Whether it be due to the impact of Brexit, more banking reforms, evolving regulatory agendas, new regtech or fintech solutions, adapting to change, whilst somehow still doing your ‘day job’ will be a constant for all in the sector.

Telling Stories

17 January 2019

You may not have noticed it, but there is war quietly raging in the offices and boardrooms of the business world. On one side of the battlefield stands evidence-based analysis, empirical research and a solid grasp of cause and effect. Meanwhile, massed across the valley are the forces of story-telling, narrative and opinion. If only a ceasefire could be negotiated and peace were to break out; decision making, planning and problem solving would be far easier and vastly more effective. But don’t hold your breath. For the time-being, they seem hell bent on destruction.

RCA, LEAN and SIX SIGMA. Friend or Foe?

17 December 2018

In the search for reliability, efficiency and growth there is an ongoing debate about which systems are best to implement. The two foremost methods we encounter as Root Cause Analysis specialists fall broadly under two headings: Six Sigma and Lean.

Although there are significant differences, both focus on ways to streamline business processes and eliminate waste in all its forms. In certain respects you could say that they are root cause analysis tools in the field of efficiency. But are they substitutes for each other, or do they complement each other, bring out the best in each respective methodology?

When Lessons Learnt are Lessons Lost

7 December 2018

Over 400 years ago, Captain James Lancaster, an English sailor, performed a benchmark experiment in his pursuit of a prevention for a disease called scurvy. Scurvy was one of the biggest problems at sea at that time, killing or debilitating many individual sailors as well as rendering the operational capability of a crew so diminished that the remaining sailors struggled to man their ships safely. Lancaster uncovered a solution, but it took centuries for the lesson to be learnt...

The 'Big Seven' pitfalls when problem solving (and how to avoid them)

3 December 2018

All organisations have problems and some of those problems are worth solving. Clearly
some teams and some people are better at solving problems than others, so what pitfalls
can you avoid in order to improve your problem solving skills and outcomes?

Pressure Mounts for UK Water Companies

12 November 2018

Last month saw the news break that some of the UK’s largest water companies are to face far greater scrutiny from their industry watchdog. The Consumer Council for Water (CCW) requested quarterly reports from three of the largest providers, requiring detailed updates how they’ll reduce complaints from over 3.5 million customers.

15 Banking Complaints Every Minute and Rising. Is There an Answer?

1 November 2018

Earlier this week news broke that for the 4th period in a row, complaints made to UK banks were on the rise. In the most recent 6-Month period the number of customer complaints reached a staggering 4.2 million – that’s equivalent to 15 recorded complaints every minute, of every single day. To compound matters further, the rate of closure slipped from 39% being settled within 3 working days down to just 35%.

Which Boss Are You? Premier League or NFL?

1 October 2018

Back in 2013/14 the English Premier League reached an all-time low. Incredibly, the average managerial tenure at a club sunk to just 1.84 seasons per active manager. And if you had removed Arsene Wenger’s 18 seasons at Arsenal that figure would have plummeted to just 1.05 seasons per head. Just try to imagine any other multi-billion industry where the COO’s of the 20 leading firms had an average of just 1 year in charge. Consider the impact on corporate memory, continuity, strategy, institutional learning, recruitment, or just about any other metric you’d want to consider.

From Bias to Blame. From Blame to Failure.

24 September 2018

Ask yourself, how biased are you? If you’re anything like 660 of the 661 people interviewed as part of Dr Irene Scopelliti’s 2015 Management Science Report, then you’re pretty certain you’re far less biased than the average person.

Defined as the Bias Blindspot, the findings suggest that ‘we’re much less likely to recognise bias in ourselves than we are in others’. In other words, we consider ourselves largely immune to the pitfalls of bias but acknowledge that it’s something that effects everybody else.

Causal Patterns and Five Examples

21 August 2018

Those of us that do root cause analysis for a living also identify patterns that make our jobs easier, albeit with marginally less screaming and crying. Although we teach cause and effect analysis as being a process of deconstructing effects into their individual causes, that’s not always how we do it professionally. We often find that we’ve been down a certain path before.

Bespoke Root Cause Analysis Training?

24 April 2018

Quite often we receive an enquiry for bespoke Root Cause Analysis (RCA) training. Namely, “Do you do RCA for aviation, or do you do RCA for finance?” This is an interesting question as there is, I believe, an unspoken question hidden within the enquiry, which is “Will your RCA method suit our discipline, sector or situation?”

This is an understandable concern, as each discipline and/or sector feels that their experiences and problems are unique. So here is the good news. The problems and experiences each organisation experiences may be unique but the process and method for understanding and solving them is universal.

Solutions Are Terrible Things to Waste

28 March 2018

It’s a common scenario – something serious happens, triggering a root cause analysis. The team finds an hour or two to complete the RCA. The meeting concludes with the RCA 80% finished, including a nice list of solutions. Then...

RCA Program Dashboard

27 February 2018

“Mummy, can we come back again tomorrow?”

19 February 2018

As an industrial engineer Doug Dietz had spent two years designing an MRI scanner, working on the enclosures, controls and display, patient transfer.

He was more than proud of his achievement and chose to go see it in situ in the hospital…as he viewed his finished product, a technician tells him that a patient is coming in to be scanned. She asked Doug whether he wanted to see his product in operation – what an opportunity!

Doug steps outside the scanning rooom to see a young girl of about seven coming down with the corridor…slowly, head bent, weeping. Her parents are supporting her and as he watched her father bent down to his daughter saying “you know we talked about this, you can be brave’…

What a Tangled Web We Weave

5 February 2018

Root Cause Analysis is skill and a process – but it is also mindset. There are defined actions (the skills and process) that take place but in order for these to be effective there are distinctive patterns of thought that govern the implementation of the RCA process.

Malcolm Sparrow in his book The Character of Harms illuminates this with a discussion of the cognitive habits which frame an effective approach to problem solving. These habits can be visualised through the relatively mundane task of undoing knots. This will be a familiar analogy to any of us that who have tried to untangle that drawer full of wires and connectors or clear out the sewing basket!

Working with the Hof

1 February 2018

The Hof, better known to managers everywhere as Hofstadter’s Law tells us that ‘Things are going to take longer than we expect, even when we take into account Hofstadter’s law.’ Introduced by cognitive scientist Douglas Hofstadter in 1979, the law reminds us that the time lines applied to projects will be substantially short of the actual time that said task will eventually require – even when we try to compensate for this by applying, yes, you guessed it: Hofstadter’s Law! The more complex the task, the more aggressively the law applies.

Tuning out the Noise – the New, New Normal?

25 January 2018

Given that your day is usually toast before you sit down at your desk, there is simply no time for dealing with yet another problem, but they still keep coming. You know that your problem-solving skills should be applied to the latest supplier problem, yet you have 4 more supplier exception reports to complete by the end of the week. What on earth to do?

RCA – Past, Present, and Future (a three-part series) Part 3

18 January 2018

In parts 1 and 2 of this 3-part installment, I discussed the history of RCA up to the current state, based on my own experiences, observations, and discussions. I broke up this history into different eras. RCA 1.0 was the beginning of modern structured problem solving. RCA 2.0 was the “Guru Era” whereby smart early adopters improved upon existing RCA tools. RCA 3.0 was marked by the introduction of RCA-specific software. But what about RCA 4.0?

Brass in Pocket – It’s not what you didn’t train, it’s what you did train.

8 January 2018

A few years ago we were asked by an established financial institution to run a Root Cause Analysis to help them uncover why some of their senior team had “gone rogue” and behaved in a manner that was in direct contradiction to the values of the company and the extensive guidance and support they’d been given. The firm were keen to uncover the gaps in their training which allowed such damaging behaviour to occur. On completion of the investigation the conclusions of the RCA shocked them. The problem wasn’t what their staff hadn’t been trained to do, it was what they had been trained to do.

Delivering Management Buy-In

2 January 2018

One ‘phenomena’ that I have experienced a few times over the years is a lack of Senior Management commitment – not necessarily to the RCA process itself but to the outcome! How can this be? The Senior guys signed off the initial Terms of Reference but, apparently, do not like the outcome.

Now, if the RCA process has been implemented well, it will have been evidenced-based and thus robust, so we would like to believe that the outcomes are equally sound. Perhaps the team has uncovered ‘causes’ that were not anticipated? Naturally, these will require appropriate solutions.

FCA Focus – Resolving Complaints & Meeting Guidelines through RCA

14 December 2017

Whatever the financial sector, we are all operating in a business environment of remarkable complexity and growing uncertainty. This, together with increased scrutiny and intervention from clients, media or regulators, has encouraged senior professionals and strategic thinkers in financial services to seek out effective problem solving methods to handle complaints and resolve disputes.

Sologic’s Root Cause Analysis is the most comprehensive and versatile structured problem solving technique available. Methodical, logical and evidence-based, Sologic’s method can be shared across disciplines and sectors, enabling it to become a company-wide process.

Root Cause Analysis Is Transforming Audit Quality

30 November 2017

The American satirist HL Mencken famously quipped that “For every complex problem there is an answer that is clear, simple, and wrong.” This could have been tailor-made for many finance-focused professions. Ask yourself, how many times have you or your teams applied the “obvious” solution to a problem only to discover, soon enough, that the solution wasn’t quite the “fix all” we hoped for?

I'm in love with 4.0

18 September 2017

I’m sure you've experienced the strong sense of euphoria often felt after starting a new relationship. You can’t stop thinking about this new person and they help fill your world with a kaleidoscope of sounds and colors. You can’t imagine yourself being happy with anyone else. Well, I’m feeling that way about Causelink Enterprise Version 4.0! Here’s why...

RCA – Past, Present, and Future (a three-part series) Part 2

16 August 2017

Let’s travel back three or four decades to the period of main-frame computers, pocket protectors, and ashtrays in the office. Engineers at the DOE, NASA, and a variety of other organizations were working on problems of enormous complexity. The failures were therefore equally complex. But persistent failure was simply not an option, so they developed new ways of thinking to help manage this complexity. Not surprisingly, they discovered deficiencies in these methods.

Drugs in World Athletics – An Orwellian Solution?

3 May 2017

It’s summer 1984 and the Los Angeles Olympics is underway. Doping has already started to saturate the international sporting world but for now this is a Games free of the global scepticism that is about to dominate public perception for more than a generation. But as the closing ceremony concludes the storm clouds are gathering. Within just a few years words like steroid, nandrolone and stanozolol become as synonymous with athletes as sneaker, spikes and vest.

RCA – Past, Present, and Future (a three-part series) Part 1

2 May 2017

An attendee at a public seminar recently asked if I’d compare and contrast RCA methods. I can appreciate this question. I mean seriously – put yourself in the position of someone tasked with identifying an RCA method. How do you choose? What would be the basis of your choice?

RCA - The Competitive Edge Finder

19 April 2017

At first thought you might not equate the in-depth problem solving methodology of Root Cause Analysis with performance coaching in elite sport. But that would be overlooking RCA’s emphasis on exposing every detail of an event or problem, making it one of the ultimate generators of marginal gains.

This month we were fascinated to receive feedback from one our recent delegates. He had attended our 2 day course as part of his career in financial services but his report related to his background as an elite athlete and current role as a senior rowing coach at one of the UK’s most successful squads.

Why Plans are Useless but Planning Indispensable

1 March 2017

General Dwight D Eisenhower, one of the architects of the impossibly complex Normandy Landings and future President of the United States of America, was by any measure a master at converting data into effective plans. So what did he mean when he said “In preparing for battle I have always found that plans are useless but planning is indispensable”. Moreover, how does this relate to one of the central tenets of RCA?

The Curious Case of the Missing Bullet Holes

15 February 2017

One piece of feedback we get time and time again is that the Sologic RCA methodology ‘takes over your thinking’ . What we hear from our students is that once they have encountered this systematic RCA method it’s close to impossible to ‘unlearn’.

In today’s business world the case for systematic problem solving is well established, so it’s easy to forget that some of the best examples of this discipline are decades old. The story of Abraham Wald and the 'missing bullet holes' is a timely reminder of this.

14 February 2017

RCA, LEAN and 6SIGMA. Friends or Foes?

14 January 2017

In the search for reliability, efficiency and growth there is an ongoing debate about which systems are best to implement. The two foremost methods we encounter as Root Cause Analysis specialists fall broadly under two headings: Six Sigma and Lean. Although there are significant differences, both focus on ways to streamline business processes and eliminate waste in all its forms. In certain respects you could say that they are root cause analysis tools in the field of efficiency. Perhaps, therefore, it’s no surprise that Lean and Six Sigma are sometimes seen as substitutes for Root Cause Analysis itself. However, although they are certainly not substitutes or even competing theories they do overlap in several key areas. In fact, in a number of critical areas they significantly boost each other, working in concert to turbo-charge the hunt for ineffective behaviours, wasteful processes and vulnerable systems.

11 January 2017

Tuning out the Noise

29 November 2016

You aren’t going to completely stop the cycle of reactivity with one RCA, but you will begin to slow it down. That’s a start. Build on it. Things will get better. Who knows, it may even leave you with enough time to actually watch your daughters game as opposed to just being there physically and spending most of your time on your phone responding to emails from people who want to know when the latest problem will be resolved.

Causelink Incident Timeline Beta Release

13 September 2016

During focus group sessions we learned that not only should the timeline be interactive and support the editing of details for each event, but there should also be a way to add these events as causes on the cause and effect chart. We also learned how the timeline fits into user workflow during an incident investigation, knowledge which helped in making decisions about navigation and user interaction.

Use ROI To Improve Your Root Cause Analysis Program

29 August 2016

While the money you spend to investigate the problem and implement solutions is real, your returns equate to a reduction in risk. In other words, the problem cost you a lot of money and now you are going to spend a little more in order to reduce the risk of the problem happening again.

How Roxy Helped Release Causelink 3.0

19 May 2016

My favorite part of this release has been reviewing the software, mobile phone in hand, while strolling around my backyard. The neighbors must have thought I was crazy as I talked through the “hazardous spill” I was “investigating”, while uploading photos and videos of our new puppy, Roxy.

RCA Programs - A How-To Guide

31 March 2016

Let’s start this conversation by defining a problem as an event resulting in a significant deviation from our goals and objectives. How many events fitting this description occur over any given week (month, year) at your company?

Monitoring vs. Root Cause Analysis – Is There a Unicorn System?

3 March 2016

Automated root cause analysis systems seemingly provide the Problem Manager with his/her “problem unicorn” – a system that collects your data, analyzes your problems, and identifies solutions, all without human participation! Unfortunately, much like the mythical unicorn of lore, this system does not exist in reality.

The RCA Phoenix

19 February 2016

Like the phoenix of Greek mythology that emerges from the ashes of its predecessor, Root Cause Analysis programs have been undergoing similar transformations recently. We examine the causes of program failure during the recession, and provide a roadmap to get you back on track.span>

18 February 2016

A Great Year for RCA Software

16 December 2015

This holiday season we want to say thank you to everyone who has provided feedback – you know who you are! Thanks to you, we’ve focused our software development team on the features that provide the most value, while also experimenting with new technologies that will drive future innovations in problem solving. Here is a look back at the highlights from 2015.

Home Grown—What RCA Investigations should we lead?

28 November 2015

“Should I have one of my people lead this investigation, or should I farm it out to a 3rd party?” The answer depends on a few things including concerns about liability, desired turnaround time, availability of skilled, in-house facilitators, internal politics, the need for impartiality and budget.

Faster Chart Building

16 November 2015

Leading a productive and efficient cause and effect chart building session is important, especially if you have a large team, or you are pressed for time. The following is an effective technique you can use to speed up the chart construction process and keep your team engaged.

Early Feedback from the Causelink Mobile Beta Release

28 October 2015

In late summer 2015 we re-started development with the following goals for the Mobile Beta version: 1) Prove that voice to text makes data entry faster. 2) Improve the user interaction when uploading photos and videos. 3) Make action tracking and completion of items easier.

Cognitive Computing Improves RCA

6 July 2015

We can now leverage Watson's powerful capabilities to analyze data inside Causelink Enterprise and uncover patterns in the data that were otherwise hidden, or would have taken many hours of expert analysis to uncover.

Beware of the Invisible Man

29 May 2015

Beware, he’s out there. A righteously bad dude, by all accounts. He holds everyone back. The guy who doesn’t support RCA or your efforts to make improvements. You might know him. I find that few can speak a name though (Lord Voldemort, perhaps?). I usually hear him referred to generically as “Leadership”.

Improve Audit Results with Root Cause Analysis

23 April 2015

Whether you work in EHS, quality, reliability, IT, or another area, having an effective root cause analysis program will help you achieve greater scores in your audits, as well as to helps you to resolve any negative audit findings.

Wait, we’re supposed to IMPLEMENT the solutions?

31 March 2015

What good is a solution if it’s not put to use? I’ve witnessed good Root Cause Analysis (RCA) investigations with great solution ideas that aren’t effective because the implementation failed. The reason you build the cause and effect chart is to discover causes that you can control and/or eliminate.

The Causes of Air Pollution in the Salt Lake Valley

2 March 2015

Brad Stone wanted to utilize Sologic root cause analysis to help his team understand the causes of air pollution in the Salt Lake Valley, specifically during inversions that occur in the winter months. His hope was that bringing everything together in a cause and effect chart would provide his team with insights into how to go about identifying statistical correlations through big data analysis.

Using Root Cause Analysis to Understand and Replicate Your Successes

25 February 2015

As a Root Cause Analyst, I often find that Root Cause Analysis (RCA) has a negative connotation. My experience tells me that this is often because those who have some familiarity with RCA think that you can only apply the process when something has gone wrong.

Maximize RCA Results with Causelink Enterprise

17 February 2015

Causelink Enterprise helps teams get more benefit out of the problem investigation work they are already doing. With resources tight and a renewed focus on improving safety, quality, and reliability, this software helps investigation teams in the following ways...

Prevent RCA Skill Erosion

29 January 2015

The most effective way to prevent RCA skill erosion is to plan ahead. Before you train your people in any RCA methodology, have a structured plan for how and when they will be expected to use the process.

21 January 2015

Ebola Crisis

5 December 2014

Taking on a worldwide health issue such as the Ebola crisis is a daunting task. So many voices have said so much about this subject already – what could those of us at Sologic possibly add to the discussion?

Just a routine operation

31 October 2014

Downsizing – Is it playing a role with today’s incidents?

15 September 2014

Economists tell us we are 5 years beyond when the recession officially ended (I find this debatable). Anyway, companies have undergone dramatic changes to remain profitable. Supply chains have been squeezed, working capital cut, and cheaper materials sourced. Discretionary spending has taken severe hits across the board. Despite most organizations already being ‘leaned out’, for many managers, headcount reduction is one of the only levers left to cut costs further.

What’s the Value of RCA Training?

29 August 2014

What kind of payback can you expect on your RCA training investment? Our clients have provided us the following data over the years based on hundreds of RCA’s they have shared with us: Average savings per RCA performed is approximately $25,000. Average return on investment (ROI) per RCA exceeds 1,000% (includes the cost of training, team RCA time and solutions)

Causelink Enterprise v2.0 Alpha 2 limited release

9 June 2014

We have recently released the second Alpha for Causelink Enterprise Version 2.0. This internal Sologic release (North America and International Partners) is a significant milestone for our development team because all RCA chart and report functionality is now feature complete.

No Time For RCA?

27 May 2014

A common theme I hear among clients is that they see the value in performing high-quality RCAs on their problems, but they lack the time to do a proper RCA. As a result, they often resort to shooting from the hip, or at best, using a basic approach such as 5-Why’s or Ishikawa diagrams just to deal with the situation and move on as quickly as possible.

Why Risk Management Fails...

7 May 2014

In the current climate of uncertain economic conditions and constrained demand, businesses that wish to maintain and grow profits need to have dynamic processes for managing the risks associated with achieving their stated strategies and objectives.

Facilitation Tips – The Benefits of Critical Thinking in RCA Team Dynamics

16 April 2014

When I conduct root cause analysis training and investigations, I notice how much the team dynamics play a role in the process, and thus in the outcomes, of the RCA exercises and facilitations. One factor that has a particular impact on those team dynamics is the atmosphere of critical thinking fostered by the company leadership and the RCA facilitator.

How Can Root Cause Analysis Help You as a Leader?

19 March 2014

Root Cause Analysis is a process that can assist you, as a leader, to increase your knowledge and understanding -- to engage your employees and smooth your journey to transformational leadership in many ways.

10 February 2014

There are three key aspects to warehouse health and safety: looking after people, designing processes with safety in mind, and developing a lasting safety culture. Good health and safety management, and safe working practices help keep people safe in a warehouse environment.

Use Root Cause Analysis to Improve Proposal Win Rates

12 February 2013

Many of our clients invest substantial time and money into developing proposals. After a bid is lost, people are usually scrambling to chase the next RFP opportunity. A Sologic client who's involved in many large proposal processes, recently pointed out that companies could improve win rates by approaching lost bids like they would most other problems...with RCA.

24 October 2012

Change is fascinating and comes in many different forms. Look around you right now – you can see change in action, bundled up in packages we call “events”. An event is simply a unit of change – an excerpt from broader reality. A pine needle falling from a tree, steam rising off a hot cup of coffee, the door of a car opening and closing again… the seemingly ordinary, yet ultimately chaotic, march of entropy towards some distant state of equilibrium – the ultimate form of peace and quiet.

12 September 2012

A recent Forbes article states that “74% of the workforce would consider leaving their current job if another offer came along”. Whether you are looking for a new opportunity or not, having solid problem-solving skills will benefit your current organization immediately, which is a definite plus.

What makes a good root cause analysis facilitator?

11 April 2012

The reality is, the best choice is sometimes counterintuitive at first glance, so organizations often choose people who aren’t the best fit. Although it might take a little more thought and time to identify the right RCA facilitators, rather than jumping to the easy or typical choices, the pay-off will come in many ways...

Hesitant to Facilitate a Root Cause Analysis? These Skills Will Help.

23 March 2012

When we ask our root cause analysis students to share what part of conducting an RCA might feel the most uncertain to them, though they hesitate to admit it, we often hear that it’s the thought of facilitating a group of people through the process.

Six Steps to Solving Problems Proactively

29 September 2011

Root cause analysis is most well-known as a tool to react to problems after they've occurred, but RCA is a powerful proactive tool -- identifying preventive actions that help reduce the risk of potential future problems from occurring. Here are some highlights from our presentation on this topic at UBM Canon ASQ Quality Expo 2011.

Shifting from "Cost Center" to "Value Center"

10 May 2011

Many of the disciplines we work with -- safety, quality, reliability, IT, supply chain -- are considered overhead to their organization. But here's a fresh perspective about how to shift them to value centers, and prove it.